Organization design and coordinating dirty work: Emergent practices as compensatory mechanisms for coordination
Conference Proceeding Article
Dirty work contexts refer to occupational settings characterized by marginal status, poor job design and stigmatization. While the literature has tended to focus on issues of manager and employee identity, organizational design challenges associated with coordinating dirty work have so far been neglected. Using exploratory, semi-structured interviews with healthcare professionals and front-line workers in the National AIDS Control Organization of India (NACO), this qualitative paper examines how interdependent activities are coordinated in spite of organization design failures induced by inherent characteristics of dirty work occupations. Our findings show how emergent responses at an individual level mitigate coordination failures to integrate interdependent tasks at an organizational level. Contributions to practice theories of coordination are discussed, as is the need to broaden our definition of dirty work to enable future research into the effects of stigma on organization design failure at multiple levels.
Coordination, dirty work, organization design
Organizational Behavior and Theory | Strategic Management Policy
Strategy and Organisation
Academy of Management Proceedings: 75th AOM 2015, August 7-11
Academy of Management
City or Country
CORBISHLEY, Christopher; GEORGE, Gerard; and ATUN, Rifat.
Organization design and coordinating dirty work: Emergent practices as compensatory mechanisms for coordination. (2015). Academy of Management Proceedings: 75th AOM 2015, August 7-11. 429-434. Research Collection Lee Kong Chian School Of Business.
Available at: http://ink.library.smu.edu.sg/lkcsb_research/5349